Agenda item

This report sets out the main priorities that will form the basis of the development of the People Strategy 2025 which will align with the change programme as well as the council’s Equity, Diversity & Inclusion (EDI) priorities for review and comment by the Resources & Public Realm Scrutiny Committee.

Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) was invited to introduce a report providing an update on the development of the People Strategy 2025. In presenting the report, members were advised that the information detailed the main priorities that would form the basis of the development of the People Strategy which would align with the change programme as well as the Council’s Equity, Diversity & Inclusion (EDI) priorities. The executive summary of the report outlined the strategy would use the data held relating to staff and the local community, staff survey results and values workshop outcomes to drive equity, representation, and a future ready workforce. There would also be a focus on organisational priorities, gaps highlighted by the data, public sector priorities as well as industry best practice.

Following Councillor Mili Patel’s introduction, Musrat Zaman (Director of Human Resources and Organisational Development) continued by noting that the People Strategy 2025 was an emerging document designed to support the change programme and future-proof the organisation. The Strategy encompassed several strands, including the HR structure of the organisation, EDI initiatives undertaken, feedback from staff surveys, and values workshops. The Strategy aimed to cultivate a workforce fit for purpose, focusing on both recruitment and staff retention. Despite an ageing workforce reflective of the wider public sector, the Council successfully attracted local talent through graduate and apprenticeship programmes, which were taken up by community residents from diverse backgrounds. As a public sector organisation, the Council had been proactive in adopting family-friendly policies and enabling flexible working arrangements. However, compared to parts of the private sector, the Council could not compete with salaries, resulting in certain roles being challenging to recruit to. A new Recruitment and Resources Team had been established as part of the Strategy, with the resources component focusing on collaborating with managers to build their recruitment campaigns and offering a more commercial offer. Talent management was also fundamental to creating greater career pathways for progression.

Having thanked Councillor Mili Patel and Musrat Zaman for introducing the report, the Chair then moved on to invite questions and comments from the Committee in relation to the People Strategy 2025, with the following comments and issues discussed:

• As an initial query, with reference to paragraph 3.3.3 of the committee report concerning resourcing issues for specific roles, such as Housing Surveyor roles, members enquired whether alternative recruitment avenues had been explored, including approaching universities and the funding of training opportunities. Additional questions were raised regarding whether colleagues approaching pension age had the option for a flexible and staggered retirement process. In response, Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) shared that the Council had achieved successful outcomes from the National Graduate Development programme with the success of a training programme in the Finance department also highlighted, with a good rate of return from trainees who were developed within the Council, left to work in the private sector, and subsequently returned to the Council due to its developmental support and flexible working hours. It was acknowledged that the Council faced recruitment challenges in the area of Planning, which was a national issue. Options to explore apprenticeships in Public Health were also being considered. In continuing the response, Musrat Zaman (Director of Human Resources and Organisational Development) reassured members of the work being undertaken to support the recruitment and retention of key hard to fill roles including Planning, Legal and Social Worker roles. Part of the Strategy involved managers having professional development conversations with employees about their future aspirations over the next couple of years, including whether they wished to reduce their working hours or plan for more leisure time. Efforts to attract more young people into local government were encouraged, with initiatives to inform school leavers about careers in their local community within local government being undertaken. Plans to explore further options for providing graduate programmes to address long-term role gaps within the three-year Strategy were also discussed.

• Members raised questions regarding how the Strategy viewed the fact that approximately 40% of staff resided in Brent, with many others originally from the area, and whether this was considered a strength or asset. This prompted related enquiries about the lessons imparted to staff who were not from the area and how this was reflected in the progression of individuals through organisation. In response, Musrat Zaman (Director of Human Resources and Organisational Development) confirmed that 45% of the Council’s staff were local residents who were best placed to advocate for people in their local community. Staff who did not reside in Brent remained attracted to the Council's diversity and ambition. The LGA was currently promoting a campaign to highlight the benefits of working in the public sector as opposed to the private sector. Job advertisements were now being displayed in the community magazine with corresponding links to application webpages, which served as a rich source of advertising. Graduate recruitment campaigns were also utilised successfully. While it was beneficial for the Council to recruit outside the Borough to attract specialist skills that might not always be available locally, work was also focussed on the provision of jobs to support the local community and to collaborate with other areas such as Brent Support, care leavers, individuals with experience in the care profession, and the Disability Confident Scheme to enhance inclusivity as a core priority.

• Members recalled from earlier responses that the LGA had given publicity to the campaign work in local government and were keen to explore what more could be done to, for example, lobby central government to subsidise training to attract people into various roles and provide additional salary incentives for specific roles. In response, Musrat Zaman (Director of Human Resources and Organisational Development) explained that the Council was a part of the Regional Employers Organisation and the Heads of HR Network where feedback could be received and directed to London Councils through the LGA. Lobbing around central government’s decision to withdraw funding for level 7 apprenticeships had taken place. Changes to Housing Regulations around Housing Officers and the qualifications they were expected to hold in already pressured jobs were also  subject to lobbying with London Council groups. Pay factors were more challenging as the Council was part of a national pay bargaining which impacted local authority budgets. In response to further questioning around retention of staff as opposed to receiving promotions where individuals moved to work in a different Borough, Musrat Zaman noted that this was partly attributable to experience. Members also heard that support for BAME staff, underrepresented groups, women into leadership programmes, and greater diversity in senior roles were also being explored. The creation of career pathways through programmes and developmental conversations to support individuals with their ambition was also being explored.

• Members further inquired about the potential impact of the Strategy on contractors. In response, Musrat Zaman (Director of Human Resources and Organisational Development) highlighted that, although specific data on contractors’ workforce was unknown, the procurement process required contractors to commit to offering the National Living Wage. It was acknowledged that contractors and the Council faced similar challenges regarding recruitment, retention, and an ageing workforce.

• Members also raised questions regarding the impact of the Strategy on the demand for housing. Given that approximately 45% of Council staff were local residents, they were directly affected by challenges in the housing sector. The costs of travel was a significant expense, but flexible working arrangements reduced travel expenditures for out-of-borough staff compared to local staff who did not incur such overhead costs. The significance of financial wellbeing for staff was emphasised, with support provided through budget management, credit unions, and salary sacrifice schemes with tax incentives. Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) further noted that housing and rent costs were high and reflected a London-wide issue. Efforts had been made to attract and retain social workers, with key worker housing offered in previous years. This was an area the Council would explore further as similar schemes for key worker housing emerged.

• As a further query, details were sought on how the People Strategy would ensure the effective integration of EDI priorities and what specific initiatives, particularly the measurable outcomes and timelines, would be established to achieve its objectives. In response, Musrat Zaman (Director of Human Resources and Organisational Development) highlighted that the EDI strand was integrated into pay gap analysis, including the Gender Pay Report. It was noted that the ethnicity pay gap was larger than the gender pay gap, and reducing these gaps was a priority for the Council over the next year. Inclusive recruitment was also addressed, focusing on job advertising and the accessibility of materials for neurodiverse individuals. The strands developed as part of the workstream were derived from the EDI Action Plan and monitored through the EDI Board, which Musrat Zaman co-chaired with the Chief Executive. The Board provided scrutiny and challenge in terms of measurable outcomes. It was reported that the Gender Pay Gap had shown a positive shift. It was further highlighted that dividing EDI data by directorate would help build a clearer picture and target actions by directorate, ensuring they were fit for purpose where the gaps were most evident.

• The Chair noted that Council staff had reduced by approximately 53% over the last 10 years. In examining the Council’s responsibilities, delivery aims, and the design of teams and departments to ensure they were sufficiently resourced, details were sought regarding whether the People Strategy would assist in reorienting and reimagining the structure and staffing of the local authority. In response, Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) conveyed that the People Strategy aimed to engage with apprentices and graduates, creating an attractive workplace that made the Council an attractable employer. It was also noted that staff reductions had been managed through the voluntary redundancy process. Musrat Zaman (Director of Human Resources and Organisational Development) further added that recruitment and retention efforts had also focused on reducing agency spend, thereby saving Council funds. Overheads were being benchmarked against other organisations. Data from London Councils on costs per employee and organisational structures by population size were being considered. For example, comparisons would be made with Ealing and Barnet, which were similar in size and population, to Brent Council’s costs per employee and structure. Councillor Muhammed Butt (Leader of the Council) further noted the importance of understanding how funding was drawn into the organisation, taking into account council tax and housing rent considerations, to provide a clearer picture of income generation for the Council. It was emphasised that until the associated challenges were effectively addressed, it would be difficult for the Council to make predictions based on a zero-based budgeting approach, and services would need to be provided based on available funds.

• Views were sought regarding which priorities were perceived as making a notable impact. In response, Councillor Muhammed Butt (Leader of the Council) addressed the emerging issues concerning devolution and local government reorganisation. It was emphasised that current decisions and proposals relating to local government reorganisation could potentially affect the established priorities. It was noted that until there was clarity regarding the forthcoming changes, definitive decisions could not be made. While budget forecasts could be formulated, there was no assurance that the priorities could be achieved until the funding settlement was confirmed. Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) conveyed the significance of the People Strategy, highlighted its aim to gain a comprehensive understanding of the Council's current state, including identifying skill gaps. Additionally, the People Strategy would concentrate on succession planning and future planning considerations.

• The Chair was keen to seek details on how the People Strategy differed from the recruitment and retention efforts previously undertaken and requested assurances on the implementation of the Strategy. In response, Musrat Zaman (Director of Human Resources and Organisational Development) highlighted a number of actions within the Strategy that had not previously been identified. For instance, 360 feedback, which was currently available only to managers and the Council Management Team, would be extended to all employees following the implementation of the Strategy. Additionally, the values work that had been embedded in the Council’s operations was a new initiative. A Recruitment and Resources Team had also been newly established as part of the Strategy. The Change Programme would focus on remodelling the future of the Council, including exploring digitalisation, artificial intelligence, and cultural change. The People Strategy 2025 would be reviewed by the Council Management Team, and the work programme would be managed through the Change Programme Board.

• The Chair noted that previous suggestions had been made regarding the potential provision of an on-site creche or nursery for working staff and sought an update on whether this suggestion was currently being explored. In response, Councillor Mili Patel (Deputy Leader and Cabinet Member for Finance & Resources) acknowledged that discussions had taken place concerning the provision of an on-site creche or nursery. It was indicated that this could be incorporated into the work undertaken through the Employment and Skills Strategy. Councillor Muhammed Butt (Leader of the Council) further noted that the flexible working arrangement, which included three days in the office and two days working from home, needed to be assessed before determining the cost-effectiveness of on-site nurseries, given the potential variability in office attendance. Musrat Zaman (Director of Human Resources and Organisational Development) added that the emerging trend showed an increase in staff having caring responsibilities for elderly parents and extended families, in addition to young children. It was also mentioned that staff networks were being consulted to explore additional support measures for working staff.

• As the Chair drew consideration of the item to a close, with the Committee having noted the update provided, the Chair endorsed the continuation of the process of revisioning the organisation's future to ensure alignment with evolving community needs, the careful integration of housing and childcare considerations within the People Strategy to comprehensively address residents' needs, and the facilitation of coordination with the Local Government Association (LGA) to enhance collaboration on housing and childcare initiatives.